Kaizen Project
J. Cain, known
throughout Latin America as a leading provider in an array of logistics
solutions and services to global clients in various industries, also provides
specialized supply chain consulting services, an expertise that has developed
through managing a large-scale operation and facility. The J. Cain team is
diverse, consisting of process and IT engineers, project managers and supply
chain specialists who carry out process
improvement projects, operations flow design, logistics processes evaluation,
supply chain network analysis, IT solutions, and warehouse design and
construction project management.
J. Cain
employs a number of frameworks when analyzing how to improve a particular
supply chain or logistics process. The general approach includes mapping
processes and defining the applicable Key Performance Indicator (KPI), elements
that are central in the implementation of the Kaizen/Six Sigma approach, which
is commonly used by the team. Kaizen, or the act of continuous improvement,
aims to eliminate waste from a process and is central in nearly every aspect of
J. Cain’s operation.
Recently,
J. Cain collaborated with a global pharmaceutical company and longtime client
to better understand strategies for optimizing the deployment of product within
J. Cain’s world class warehouse using a Kaizen approach. Key considerations
included time savings and resource efficiency, the client’s global goals and
how they would apply to Latin America, and the control of costs through the
efficient utilization of space. The end product was a safer work environment
and a process that aims for zero defects and zero waste.
The
first step in the process was to conduct a two-week diagnosis phase, which
included a deep dive into the existing data, including mapping and timing the
entire value stream to identify waste. Additionally, the diagnosis phase included
interviews with warehouse operators to better understand their perspective and
sentiment concerning the current process.
After
the data collection and analysis were complete, J. Cain presented their
findings to the client’s executive team, detailing the opportunities for
improvement in the operation and the benefit of the project.
Following
the diagnosis phase, the project team worked to design solutions for each of
the opportunities presented and implement them in the J. Cain and Client’s
operations. Upon implementation, the team worked to measure the improvement
achieved to ensure that the estimated benefit was achieved. This project proved
to be a great opportunity for both parties, reaffirming their strong business
relationship and in the process discovering more value, resulting in a
safer and more efficient operation.
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